Job migration across international boundaries and jobless economic ‘recoveries’ are the latest disruptions in the workplace’s human equation. To help policy makers, employers and employees to address these issues, Divanna and Rogers propose a more rigorous approach to Human Capital. They point out that the emergence of stronger measures, management techniques and balance sheet valuations was a key enabler to the emergence of dynamic financial capital markets and international exchanges. This book puts forth a framework for measuring, managing and negotiating issues of human business value. It looks at how policymakers, employers and employees can achieve common ground when productivity threatens job loss or avoid the zero sum view that pits international trade against domestic employment.
Daftar Isi
List of Figures and Tables Preamble Preface Acknowledgements Introduction PART 1: THE PERSONALIZATION OF VALUE The Employee Value Proposition Confusing Terms: Human Capital, Knowledge Assets, Intellectual Capital Rethinking Work, Skills and the Application of Talent PART 2: FLUIDITY IN A DYNAMIC MARKETPLACE Education Should Drive the Market, Not Follow It All Employment is Temporary Labour Shortages and the New Face of Globalization PART 3: THE NEW BALANCE SHEET Qualitative Metrics: A Humanist Approach Quantitative Measures: The Bean Counter’s Friend The Equation for Valuation: Notes to the Financial Statement Conclusion: The Agenda for Action Notes Bibliography Index
Tentang Penulis
JOSEPH A. DIVANNA is an independent author, consultant and global public speaker based in Cambridge, England, where he researches the dynamics of business over the last ten centuries. A thought leader and reengineering practitioner formerly with CSC Index’s Research and Advisory Services, he is currently the CEO of Maris Strategies Ltd, and author of
Redefining Financial Services (Palgrave Macmillan, 2002),
Thinking Beyond Technology (Palgrave Macmillan, 2003),
Synconomy: Adding Value in a World of Continuously Connected Business (Palgrave Macmillan 2003), and
Strategic Thinking in Tactical Times (Palgrave Macmillan, 2004).
JAY ROGERS has been a management consultant for twenty years, focusing on the intersection of business strategy, information technology and organizational effectiveness. In the 1980’s he worked with companies such as General Motors on how global demographic changes and technology were transforming markets and jobs. His work on aligning business strategy and IT has been with clients such as the Royal Bank of Canada and Microsoft. Currently he is a Principal with Valence Group focusing on measuring and managing Human Capital and IT’s contribution to business.
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